Purpose: The aim of this current study is to investigate the effects of knowledge management capabilities – knowledge infrastructure capability and knowledge processing capability – on organizational agility and business performance. This study also examines organizational agility as an underlying mechanism between knowledge management capabilities and business performance relationship.Design/methodology/approach: The data were collected from one hundred and sixty-nine organizations. Partial least squared (PLS)–based structural equation modeling (SEM) technique was employed to test the study hypotheses. The analysis was performed in WarpPLS 6.0 software.Findings: Results revealed that both dimensions of knowledge management capabilities positively influence organizational agility and business performance. In addition to the direct effect, knowledge management capabilities also have an indirect effect on business performance mediated through organizational agility.Research limitations/implications: This study attempts to develop an integrated framework to conceptualize a capability–capacity–performance relationship, where it suggests that knowledge management capabilities are important organization-level capabilities which facilitate organizations to develop necessary capacities i.e. organizational agility to successfully perform business activities.Practical implications: The findings help the managers to understand the contribution of knowledge management capabilities towards business performance. The findings imply that business performance can be enhanced by development of a culture - enabled by a knowledge-oriented structure and technology – that encourages knowledge sharing among employees because when employees are not sharing information, they are prone to repeating the same mistakes which they and other people have already committed. Likewise, strategies such as mentoring cross training, business process empowerment and technical training programs allow employees to gain business knowledge and foster organizational agility.Originality/value: Novelty of this study is to develop and empirically test an integrated framework of a capability–capacity–performance relationship. It suggests that knowledge management capabilities (firm capability) enable organizations to develop organizational agility (firm capacity) which in turn enhances performance.

Intense competition in the business world has compelled top management to seek ways, through which they can achieve competitive edge. Both practitioners and academics understand that a sustainable competitive advantage over competitors is inextricably linked with human resource. Human resource is about maintaining human capital for organizations. It is associated with individual thriving at workplace; and, retaining top performers or skilled labor force. This study examines the antecedents of thriving at work and turnover intention among software developers. Data were gathered from 128 software developers working in a private software house. The study finds support for the positive theoretical relationship between perceived organizational support and relational resource i.e. heedful relating. Moreover, the empirical evidence suggests that perceived organizational support and heedful relating are useful predictors of thriving at work and help in reducing turnover intention

Workplace cyberbullying (WCB) is a new form of hostility in organizations in which information technology is used as a means to bully employees. The objective of this study is to determine the association between WCB and the interpersonal deviance (ID) of victims through parallel mediation through the ineffectual silence of employees and emotional exhaustion (EE). Conservation of resource (COR) theory and affective events theory were used as the study's guiding framework, and data were drawn from 351 white-collar employees who were employed in a variety of industries—such as banking, telecommunications sector, education, health care, insurance, and consultancy—in Lahore, Pakistan. The results show that ineffectual silence negatively mediated the relationship between cyberbullying and deviance, decreasing the level of deviance of employees who used silence as a coping mechanism. EE, however, positively mediated the relationship between cyberbullying and deviance. This means that when employees felt emotionally overwhelmed they retaliated by engaging in deviant behaviors and acting as a bully toward colleagues. Drawing on the COR theory and the affective events theory, the findings show that WCB has an impact on ID. From a practical standpoint, the study reveals that WCB can lead to ID and it also may associate with large financial costs and workplace disruptions. Thus, organizations should establish a culture that prevent employees from engaging in WCB and adopt practices of prevention and intervention because it is not only harmful to the employees but also to the organization.

Workplace deviance is one of the undesirable behaviors which is responded by employees due to abusive supervision in the workplace. Abusive supervision is one of the crucial topics in the knowledge of the body of management literature. The employees display aggression and retaliation behavior against supervisor interpersonal mistreatment, and ultimately employees engage with deviant behavior. Psychological capital reduces the effect of workplace deviance in the presence of abusive supervision. This study presents a motivational model of how to decrease the effect of workplace deviance in the presence of abusive supervision. The total sample size was 300 pharmaceutical representatives, and simple random sampling technique was used. The structural equation modelling (SEM) technique was used, and the study found that psychological capital moderates the relationship between abusive supervision and employee workplace deviance. Practical implications give few reasons for abusive supervision and guidelines on how to reduce the influence of deviant behaviors and offer new directions for future research and report unexplored theoretical predictions.

In businesses, top management typically discusses increasing employee performance by focusing on job characteristics (JC) and work engagement (WE). Typically, employees' job characteristics are classified based on the Job Demand Resource Theory (JDR) or the Job Characteristics Theory (JCT). In fact, work engagement is concerned with an employee's enthusiasm and dedication to their job. This systematic literature review intends to examine research articles on job characteristics and work engagement (WE) from 2017 to 2021 that were retrieved from publicly available databases. Furthermore, this study critically reviews the most significant theories and employs Bibliometric analysis and Microsoft Excel to develop research themes. In addition, Bibliometric study included selected literature trends, the most influential words, the most dominant authors, co-occurrence networks, thematic maps, and factorial analyses. PRISMA was utilised for systematic screening. A conceptual model and prospective study directions have been presented to intellectuals and aspiring academics. Hence, this review is a noteworthy addition to the current body of literature. This analysis recommends that businesses and policymakers should explore regulations and tactics to optimise the job characteristics of the workforce. Moreover, managers should recognize that WE enlighten performance and increase the organization's revenue and commitment. Applying these JC and WE concepts would provide firms with a competitive edge that would enable them to sustain and flourish worldwide.